Just over one-third of UK employees feel comfortable discussing their mental health at work, according to new survey findings showing a continued gap between wellbeing awareness and workplace reality.
The data, collected for a Workplace Values Survey by tech platform Vestd, showed that only 35 percent of employees felt able to raise mental health concerns with their employer. Nearly a quarter said they were actively uncomfortable doing so. The survey also found that 63 percent of workers experienced moderate to frequent stress, with 6 percent reporting constant stress levels.
Although mental health has become a mainstream workplace issue in recent years, the findings suggest many organisations have yet to create the openness and trust needed for people to speak up. Experts say the human and financial costs are considerable, from higher absence rates and burnout to reduced engagement and retention.
Vestd founder and chief executive Ifty Nasir said psychological safety should now be viewed as a core business priority, not an optional benefit. He said employees wanted workplaces where they felt genuinely valued and supported through open conversations and authentic leadership.
“Employees want workplaces where they feel genuinely valued and supported, through open conversations and authentic leadership,” he said. “As employers, we have a shared responsibility to create psychologically safe environments. When people feel heard and respected, they’re more engaged, loyal and likely to thrive. Building that trust starts from the top.”
‘Leadership Behaviour’ Sets the Tone
The survey identified leadership behaviour as a key factor shaping how comfortable staff feel about discussing mental health. Nasir said visible openness from senior figures can break down stigma and help employees feel safe to share.
“Employees take their cues from leadership. When senior figures talk openly about wellbeing and normalise healthy work habits, it sends a clear message that mental health matters. This kind of authenticity encourages staff to speak up without fear of judgement,” he said.
Workplace culture experts say this principle applies across industries. When leaders model boundaries, such as taking breaks or being transparent about workload pressures, it normalises healthy behaviour and builds trust throughout the organisation.
Managers Hold First Line of Support
Managers often act as the first point of contact when employees are struggling, yet many lack the training or confidence to respond appropriately. Nasir said building capability at this level was essential.
“When managers are equipped to support their teams, employees feel heard and understood. This reduces stress and builds trust, engagement and loyalty within the team,” he said.
Training in empathy, active listening and spotting early signs of burnout can help managers respond sensitively before problems escalate. Regular one-to-one check-ins can also encourage employees to raise issues informally.
Root Causes of Stress
The research found that heavy workloads and limited flexibility were the main causes of work-life imbalance, cited by 24 percent and 15 percent of respondents respectively. Nasir said addressing these pressures directly was far more effective than reactive or surface-level initiatives.
“Addressing the root cause of stress is far more effective than token wellbeing initiatives. Flexible working and workload management demonstrate that a company truly values employee wellbeing,” he said.
Experts in occupational health agree that overwork and lack of autonomy remain leading causes of burnout. Practical steps such as reassessing deadlines, redistributing tasks and allowing flexible hours can have a greater long-term impact than short-term wellbeing campaigns.
Building a Culture of Trust
While policies and programmes play a role, employees ultimately judge their workplace by daily experience. Nasir said meaningful change required embedding wellbeing in culture rather than treating it as an add-on.
“Mental health support needs to be integrated into everyday culture, not treated as an afterthought. When employees know they have real, accessible support, they are more likely to seek help early, which benefits both the individual and the business,” he said.
Vestd’s findings point to a link between trust, ownership and openness. In organisations where staff feel trusted and involved in decision-making, conversations about mental health tend to be more natural and less stigmatised.
“When employees feel trusted and invested in the company, through both culture and initiatives like employee share schemes, mental health conversations become easier. Trust and ownership empower people to speak up, collaborate and perform at their best,” Nasir said.
Environments Where People Can Speak Up
The research shows employees want to prioritise their wellbeing but often lack confidence in doing so. Experts suggest that tackling stigma and building psychological safety are now essential components of modern leadership.
Workplaces that encourage open dialogue and demonstrate genuine care are likely to see higher engagement, stronger performance and lower turnover. Nasir said the rewards extend far beyond morale.
“When employees feel safe to speak up, they bring their best selves to work. That’s where the real growth happens,” he said.